Integrating QAQC into Project-Level Adaptive Management: Revisiting the Plan-Do-Check-Act cycle

Session: Connecting Management Needs and Science Information (1)

Brick Fevold, GDIT, [email protected]
Craig Palmer, General Dynamics Information Technology, [email protected]
Molly Amos, General Dynamics Information Technology, [email protected]
Judith Schofield, General Dynamics Information Technology, [email protected]
Louis Blume, U.S. EPA Great Lakes National Program Office, [email protected]

Abstract

The term ‘Adaptive Management’ is commonly cited as a management strategy by authors of planning and quality documentation required by federal funding agencies. However, in many instances, authors do not adequately describe how they will use this approach to inform effective decision making fundamental to project success. The Deming 'Plan-Do-Check-Act' (PDCA) cycle represents a simplified model of adaptive management reliant upon the recurrent assessment of whether quality objectives have been achieved including whether the intended or predicted system response has been realized – or the available evidence indicates it is likely. Quantitative benchmarks (or thresholds) established as decision criteria (or triggers) are necessary to inform objective decision making during project implementation and effectiveness monitoring assessment. The PDCA cycle also provides a framework in which quality assurance and quality control (QAQC) principles and procedures can be integrated as a core component to inform project management, oversight, and assessment. Decision criteria, when integrated in a combined PDCA and QAQC framework can operationalize adaptive management in qualitative and quantitative terms that are needed to provide an objective and evidence-based assessment of whether a project is on the right track in attaining its stated goals.